Your RPA & Intelligent Automation Partner for Sustainable Process Automation

A project provider delivers a defined scope and leaves; a strategic partner takes co-responsibility for the long-term success of your automation programme. In practice this means a jointly maintained automation roadmap instead of isolated bot projects, a continuously assessed use case pipeline, shared governance structures and ongoing optimisation of what is already live. Knowledge transfer is built into the engagement, so your internal capabilities grow with every initiative. For regulated industries the difference is even more pronounced: requirements such as the EU AI Act evolve continuously, and a partner monitors these changes and adapts your automation landscape proactively rather than reactively. The result is a lower total cost per automated process and a programme that compounds value instead of plateauing after the first wave.

Classic rule-based RPA is generally outside the scope of the EU AI Act — but intelligent automation increasingly embeds AI components such as document understanding, machine-learning-based decisioning or generative AI, and these can trigger obligations. What applies depends on the risk classification of the use case and on your role as deployer or provider of the AI system. Within the partnership, we maintain an inventory of the AI components in your automations, classify each use case, and implement the required governance: transparency measures, human oversight, documentation and logging. Because the AI Act's obligations phase in over several years, we also monitor regulatory developments and supervisory guidance continuously, so your automation landscape stays compliant without you having to build that monitoring capability yourself.

The right model depends on your maturity and on how much you want to build versus buy.

🔍 Typical partnership models:

The models can be combined and adjusted as your maturity grows — many clients start with implementation support and shift toward advisory and managed services as their internal capabilities mature. Commercial terms follow the chosen model and are agreed transparently up front.

Knowledge transfer is a contractual component of the partnership, not a byproduct. We deliver in mixed teams so your developers and business analysts learn on real projects, complemented by structured training paths for the roles that carry an automation programme: developers, process analysts, product owners and governance functions. Where it fits your strategy, we enable citizen developers with clear guardrails, so departmental automation grows without creating shadow IT. All governance artefacts — standards, review checklists, operating procedures — are documented as your property, not ours. The success indicator we track together is simple: the share of automations your team designs, builds and operates independently should rise steadily. A good partner makes itself less necessary for delivery and more valuable for strategy and innovation.

We define the measurement framework jointly at the start of the partnership, so value is assessed against agreed criteria rather than anecdotes. Typical dimensions include hours returned to the business and processing cost per transaction, quality effects such as error and rework rates, cycle time improvements, compliance indicators like documentation completeness and audit findings, and pipeline health — how many use cases are assessed, approved and delivered per period. Equally important are adoption metrics: whether automations are actually used and whether the business trusts their output. In regular value reviews, typically quarterly, we assess these KPIs together, decide on course corrections and reprioritise the roadmap. This transparency is deliberate: a partnership only makes sense for you if its contribution is demonstrable.